Bootlegging and Individual Innovation Performance: The Joint Effect of Status and Creativity

Huang, Wei; Xiang, Guopeng; Du, Yao; Liu, Yang

doi:10.1142/9781800612266_0011

Cited by 3 publications

(8 citation statements)

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“…28 Leader’s positive humor refers to leader entertaining subordinates by telling funny stories and making good-natured jokes to provoke positive emotional response from them. 7 Meanwhile, leader’s negative humor refers to the negative interpersonal interactions triggered by the use of crude, sarcastic, and inappropriate jokes. As an important type of leadership style, leader’s positive humor has attracted the attention of an increasing number of scholars.…”

Section: Literature Review and Assumptionsmentioning

confidence: 99%

“…[2][3][4] Employee bootlegging refers to employees' out-of-role behavior wherein employees believe their innovative behavior will bring benefits to the organization, even if they go against the will of their superiors or organizational norms, but continue to dig deeper through informal channels. [5][6][7][8] The endless "Black Swan Events" from the global market can often bring unprecedented growth to companies and amaze the market at the same time. Entrepreneurs have gradually realized that adhering to organizational norms and rules strictly is becoming a shackle that constrains employees' innovation and hinders the growth of enterprises.…”

Section: Introductionmentioning

confidence: 99%

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Linking Leader’s Positive Humor and Employee Bootlegging: Empirical Evidence from China

Dai¹,

Li²,

Zheng³

et al. 2023

PRBM

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Purpose With the increasingly fierce market competitions, non-linear development of organizations through bootlegging has become a key path for enterprises to advance competitiveness. Motivating employees to carry out bootlegging in an organization is becoming an important issue many enterprises face now. This paper aims to analyze the relationship between leader’s positive humor and employee bootlegging. We introduced norm violation acceptability as the mediating variable and trust in leader as the moderating variable to propose a theoretical model and verified it by structural equation modeling (SEM) and multiple regression analysis separately. Patients and Methods Based on both the emotion as social information theory and the social information processing theory, a sample of 278 professional employees working in an information technology (IT) enterprise of China was used to test the moderated mediation model. We used SPSS and AMOS to further verify the research model through structural equation modeling (SEM) and multiple regression analysis. Results The results indicate that there is a positive relationship between leader’s positive humor and employee bootlegging, which is partially mediated by norm violation acceptability. Moreover, trust in leader not only moderated the relationship between leader’s positive humor and norm violation acceptability but also strengthened the influence of leader’s positive humor on employee bootlegging through norm violation acceptability. Conclusion These findings have implications in identifying factors which contribute to employee bootlegging and providing a theoretical foundation for leaders in an organization.

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Section: Literature Review and Assumptionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Linking Leader’s Positive Humor and Employee Bootlegging: Empirical Evidence from China

Dai¹,

Li²,

Zheng³

et al. 2023

PRBM

View full text Add to dashboard Cite

show abstract

“…3 According to the theory of self-categorization, individuals who have advantages in obtaining information and resources will form insider identity perception, which will help promote innovation, 39 and also help individuals to implement deviant innovation. 8 Therefore, according to the self-categorization theory, we believe that coaching leadership can make employees respected and obtain important information about the organization so that employees will regard themselves as trusted insiders of the organization, take responsibility for organizational improvement and development as members of the organization, and thus be willing and dare to take risks in deviant innovation. It is therefore assumed that: H2: Coaching leadership has a positive impact on employees' deviant innovation behavior through interactional justice.…”

Section: Theoretical Background and Hypotheses The Influence Of Coach...mentioning

confidence: 99%

“…In China, Wang et al 4 called the former “To feign action in one place and to make the real move in another” and defined the latter as “A general at the front may even refuse an emperor’s order”. Under the increasing competitive organizational environment, the benefits of deviant innovation to the long-term development of the organization are obvious to all, 4–7 and appear more and more frequently in the practice of enterprise innovation management, 8 and it has aroused the widespread concern of managers and scholars at home and abroad.…”

Section: Introductionmentioning

confidence: 99%

Coaching Leadership and Employees’ Deviant Innovation Behavior: Mediation and Chain Mediation of Interactional Justice and Organizational Identification

Li¹,

Huang²,

Yan³

2022

PRBM

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Previous studies are based on social exchange theory to explore the influence of leadership style on employees' deviant innovation behavior. However, deviant innovation is risky, not supported by the organization, and is expected to benefit the long-term development of the organization. The key to the problem lies in how to guide employees to think and solve problems from the perspective of the organization, instead of just relying on material or spiritual exchange and return. Therefore, the purpose of this study was to analyze the relationship between coaching leadership, interactional justice, organizational identification and employees' deviant innovation from the perspective of changing cognition. Methods: This work surveyed employees in 26 Chinese enterprises in more than 10 regions. Questionnaires were distributed to 450 employees, the first round of survey mainly investigated demographic information of employees and coaching leadership style of supervisors, and the second round of survey mainly investigated employees' organizational identification, interactional justice, and deviant innovation behavior. By tracking and matching, 340 valid questionnaires were finally obtained. Spss 22.0 was used to describe all the study variables; Mplus 7.0 is used to carry out a confirmatory factor analysis and a multi-path regression model. Results: According to self-categorization theory, the results demonstrated that coaching leadership can directly or indirectly promote employees' deviant innovation behavior through the dual-path intermediary and chain intermediary of interactional fairness and organizational identification. Conclusion:Under the open situation created by coaching leadership, coaching leaders will interact and communicate sincerely with employees, and employees' cognition will change. The original "I" of employees will be transformed into "big self" with organizational membership, which will guide employees to show behaviors beneficial to the organization. Therefore, interactional justice and organizational identification can play a key role of the influence of coaching leadership on employees' deviant innovation behavior.

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“…Even if the innovative proposal is rejected, individuals may still pursue it covertly, a behavior known as bootleg innovation [9]. This phenomenon is observed periodically within organizations, with approximately 5-10% of individuals in research and development teams engaging in bootleg innovation [10]. For instance, in 2006, Wang Xiaochuan, the vice president of Sohu, identified untapped business opportunities in the browser market and clandestinely collaborated with colleagues to develop and research a browser without authorization.…”

Section: Introductionmentioning

confidence: 99%

The influence of bootleg innovation on individual innovation performance: The mediating effect of cognitive flexibility and the moderating effect of leadership’s emotional intelligence

Gao,

Wang,

et al. 2024

PLoS ONE

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Based Correctly handling the creativity of employees who have not been adopted is not only conducive to continuously stimulating employees’ creativity and improving individual innovation performance, but also conducive to making the best use of organizational resources. This study integrates conservation of resource theory (COR) and social information processing theory to explore the influence of bootleg innovation behavior in organizations on individual innovation performance, as well as the mediating role of cognitive flexibility and the moderating role of leadership emotional intelligence. A three-stage time-lagged research design is used to obtain a valid sample of 327 employees from China. The PROCESS macro for SPSS was applied to test the hypothesized relationships. Findings demonstrated that bootleg innovation is positively related to individual innovation performance; cognitive flexibility mediates the relationship between bootleg innovation and individual innovation performance. Moreover, leadership emotional intelligence moderates the relationship between bootleg innovation and individual innovation performance and between bootleg innovation and cognitive flexibility and between cognitive flexibility and individual innovation performance respectively. The conclusion of the study not only provides a theoretical basis for individuals and leaders to deal with employees’ creative abortion, but also provides a new thinking mode for how to maximize the effectiveness of unaccepted ideas and promote individual innovation performance.

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Bootlegging and Individual Innovation Performance: The Joint Effect of Status and Creativity

Cited by 3 publications

References 0 publications

Linking Leader’s Positive Humor and Employee Bootlegging: Empirical Evidence from China

Linking Leader’s Positive Humor and Employee Bootlegging: Empirical Evidence from China

Coaching Leadership and Employees’ Deviant Innovation Behavior: Mediation and Chain Mediation of Interactional Justice and Organizational Identification

The influence of bootleg innovation on individual innovation performance: The mediating effect of cognitive flexibility and the moderating effect of leadership’s emotional intelligence

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